Chapter 7. The Question Technique

One of the handiest bits of "equipment" to the idea searcher may be an inquisitive child. The best place for him may prove to be, not the quiet spot on a mountain top he dreams of, away from people, but in a battle of wits with his children. The number of questions a child can ask is astonishing and often stirs the "little gray cells" of the "quizzee". Why are handkerchiefs square? Why is soap slippery? Why is a clock called a clock? Why is a fountain pen round? Why is printing done black on white? Why are envelopes only for letters? Why don't men wear high heels? Why don't men wear wedding rings? Why can't we have pumpkin pie in summer? All of these typical children's questions could and often already have started grown folks in profitable ideas.

Of course being asked questions is not a reliable aid unless it is organized and guided. So the thing to do is to ask them yourself.

You must be sure you are supplied with all the relevant facts. You must make an inventory of all the essential elements involved in your special subject, and each name on that list must be so well understood by you that it stands in your mind as a definite and exact mental image or concept.

Naturally there is no need to discuss easy-to-get ideas that just come in, sit on the arm of your chair, tweak your ear, and say, "Here I am." The processes given here are for the elusive, hard-to-get ideas that really do take some brain cudgeling. They are, in effect, aids to cudgeling.

The ideal inventory of important elements, then, must include every discoverable important thing employed or used in connection with the subject; every discoverable important fact concerning that subject and concerning the application of it. It must include every discoverable important event or experience in its history; every important cause affecting it, and, in turn, every important effect produced by it. It should include every important law, principle or method employed in the processes connected with it.

You must know of what the thing is made, and consider of what other materials it might be made.

You must know how it is made, and consider whether it can be made a more convenient or better way.

You must know who makes it and whether anyone else may make it. Here you safeguard yourself against patent or copyright infringements, and also open up new opportunities, as when the Hershey Chocolate Company discovers it can make a good toilet soap out of a byproduct-cocoa butter.

You must also know who uses it or may use it; what the users need it for; whether another purpose can be found for it; how they use it and how others may use it, and other ways in which it may be used, as gloves worn for indoor housecleaning. You must know how it is sold or may be sold to those who use it; other ways of selling it, as through vending machines which let out one package at a time. And how it may be distributed, as through agents as well as advertising.

In addition to having all the relevant facts, it is equally important that you clearly understand your problem. You cannot have a successful result if you do not thoroughly understand your problem. You will only get the right answer to the wrong question. You must know just what the problem is before you can solve it.

The gist of the situation is to apply relevant facts to a specific problem systematically without confusion. You cannot have a successful result if a relevant fact is missing, any more than you can make a successful cake if one required ingredient is left out. The idea you will finally evolve can only be as good as the relevant facts you have utilized to produce it. Vague facts, irrelevant facts, partial information, can only produce results that will be unsatisfactory.

The best starting point to mental activity consists of asking yourself questions. Socrates discovered over 2,300 years ago that a question stimulates thought far more effectively than a statement. But much depends on the kind of question.

Most of us have a great deal of subconscious information. We don't realize we have it, and we certainly do not use it effectively. We remember vaguely. But certain all-embracing questions can clarify and reveal what we know - draw it out of us by a direct process rather than a hit or miss, accidental guess.

A list of questions has been devised to keep you moving on a straight track instead of foggily in a circle. These questions will help you quickly analyze an ordinary problem; enable you to see all around it completely, get at its hidden values, give you many fresh ideas, talking points and idea-seeds.

Every newspaper reporter is familiar with the five questions-what, who, when, where, why. These are a good beginning for any analysis of a situation. Using these, you should seek every possible association of your subject - the subjects closely related to it in any practical way. But you should not be content merely to learn the names of such connected or related things, though even these are of great importance and form the first step of your task. You should seek also to learn the meaning of those names. You should consult the best dictionaries, reference works, and so on and uncover other terms closely associated with the one you are running down.

What?

Begin any search for ideas with a definition. Just what is the problem or the thing? Of what is it composed, and of what other materials might it be made? Thus the use of plastics for metals saves vast quantities of useful natural resources. What is the purpose, and can an additional purpose be found for it, as a truck that moves from town to town and also houses its occupants (the trailer); or a hassock that opens on top and provides space for little oddments inside.

Who?

Who are the people concerned. Every product or idea is good only as far as it is suitable, and available to the people for whom it is intended. You must know the buyer, the audience, the user, the reader, or whatever group you wish to appeal to. You must keep your idea within the range of their capacity to use, enjoy and pay. Think of the people-their needs, tastes, comforts. Think too of the people who will be engaged in producing the product. This often opens up new angles.

Do some thinking around each of these five-what, who, when, where, why. Can your product or idea be for additional people, another group, as when cigarettes were introduced for women, and now there is a great industry in cosmetics for men. Can it be extended to a different place, a longer season, another climate or country?

When?

When is it used? Can it be used at another time? For instance basic dresses, which may be worn day or evening by a simple change of accessories. Or a canned fruit, which may be preserved in summer for use in winter. Or a book of the month plan which functions recurrently.

Where?

Some ideas can be transplanted from another part of the world. A few years ago someone traveling in Japan found that the natives used only paper handkerchiefs. The practice impressed the traveler for its sanitary, disposable quality, and when he returned, he invented a modern, better way based on this idea, and gave us Kleenex. He also gave us by way of his advertising, countless additional uses for the same product, and was among the first to awaken other people to the value of paper for kitchen and household uses. So much for "where".

Why?

Can you find additional reasons-why-for its use, other virtues or values to exploit in it that make a stronger idea? Some products have such values that are never even realized by users. Thus few people who used a certain well-known soap, knew that there was a reason why there was a little indentation in the top of it. But when the piece was well worn down, you could fit it into this recess of a new cake the two wet pieces merging and thus eliminating waste scraps. Look for these plus values.

Ask yourself why a thing is the way it is. Is force of habit alone responsible, or can it be changed. Formerly it was thought that a diabetic person had to walk a tightrope of resistance to such taste diversion as candy, but someone removed the vetoed sugar, put in a substitute sweetening, and now diabetics may have their special candy.

Sometimes an object grows obsolete, but can be revived if another reason is found for its use. Early radios used earphones, but when loudspeakers came in, earphones went out. Now earphones have been brought back for another purpose. Lewis & Conger, famous for their Sleep Shop, concealed them in little pillows for people who wish to listen to radio in bed without disturbing a sleeping companion.

How?

Another important question is How. By analyzing all the processes and methods, new ideas and improvements may be discovered. Thus, crinkled hairpins or bobby pins that stay put. Another manufacturer roughened his paper clips, causing them to hold papers together more securely, and made a large fortune on this small improvement. Consider how it was made and whether it can be made a more convenient way, as windows, which may be washed from inside the room.

Effects

Under why, we have considered causes. Equally important is it to have a clear awareness of the profitable effects. Much clarification of thinking can be elicited by asking oneself what are or will be the probable effects. By thinking around this subject, one can avoid pitfalls, which occur from hit or miss methods. Often an elaborate procedure has to be set up to keep a plan under control whose unexpected effects have gotten out of bounds. People who make toy guns, for instance, might think how their use might affect the attitudes of children, increase delinquency and cause other social ills. Chemists may evolve alleged pain-killers, which prevent a patient from knowing he is in danger from a disease which requires medical aid. Foods may be mixed with preservatives which are highly detrimental to health. How much easier to consider such effects before becoming involved.

Transfer

Valuable ideas are also obtained by imagining the results that would occur if you transfer the object or product to a different time, place or condition. You may take library books to the people in a bookmobile, instead of having distant rural people try to get to a far library. You might rewrite a successful story, but you change the sex of each character, making the men in the first story, women in the new version, and the women in the former story, men in yours.

Instead of limiting gardens to the backyard, city people may have gardens in the roof.

Similarity

Another idea nudger is to ask what are the things that resemble it. An idea-man in the Waldorf Astoria took down two dummy pillars, replacing them with showcases that rented for $5000 a year.

Contrast

What is unlike it, opposite, different? By contrasting it with different ones, factors or elements of these may be incorporated to give an interesting idea.

The name of Blue Goose on fruit has become a familiar one. The story behind it reveals an interesting application of this question of contrast. Gordon Green observed that loving care went into every phase of the actual development of a fine product, but then the beauties of grove and orchard were dumped into rough wooden boxes, carted to the freight house, stacked unsentimentally in the trains to green grocers, and finally stuck under the customer's arm in a brown paper bag. Green perceived that there was a romantic and aesthetic side to the growing and marketing of fine fruit which was being entirely overlooked. He was convinced that the fine flavor and beauty of the fruits demanded packaging and marketing in keeping with their superiority. The idea of selling flowers arranged in bowls and baskets was an old one. Fruit was just as beautiful and had the added virtue of usefulness. With this comparison in mind, he created a fine business of gift baskets to commemorate anniversaries, convalescence, bon-voyage and other special occasions. He now ships to some 100,000 people in every state of the country.

He also used the when question, devising an idea similar to the book-of-the-month club, which he calls Fruit o' the Calendar Club. He supplies seasonal delicacies. At Christmas he ships more than 250,000 boxes and baskets grossing more than $1,200,000.

Association

Association is invaluable to creative ideas. As an example of association of ideas, anyone who is looking for inspiration in the field of textile design can find an unlimited number of beauties by a visit to any aquarium or the survey of colored pictures of fish in a good book on the subject.

Visualization-Can You Imagine?

What mental picture does it or can it suggest? Visualization aids memory and has been called the basis of confidence, autosuggestion and inspiration. Keen images are immensely important to accurate, colorful, graphic descriptions in explaining ideas to other people and influencing them.

Impression-What Will People Say?

Specify to yourself in so many words, what impression the concept or product makes upon you. What feelings, interests or opinions does it arouse? These are the factors that will create resistances or the approval of others, and if you anticipate them, you will be that far ahead, and can build up the good and eliminate the unfavorable impressions.

Characteristics-Whats It Got That Stands Out?

It is well to be aware of the most distinguishing characteristics or functions, such as food-nourishment; building-shelter. This knowledge highlights essential information when discussing with others and indeed when first analyzing a project.

Co-Existence (Non-Political)

By this we mean what is necessary for the existence of the object or idea. Thus atomic energy requires uranium; an aquacade must have water; a library must have books. There is little use for an individual to attempt a project which may involve the use of a material which it is manifestly impossible for him to acquire.

The Whole-Outside Looking In

A keyword which helps to establish relationships is this one of whole. The object or plan is composed of what parts or materials, as chair-legs, wood, etc.; or the whole 01 general classification of what particular thing, as city-Paris.

Parts-Inside Looking Out

Closely related to whole is the sort of obverse, namely part. It is a part of what larger whole, as India-Asia. Or a particular thing is in what larger whole or general classification, as Menuhin-violinist; or rug-home furnishing.

The Past-Look Back

Of much value to the idea seeker, since all ideas are the result of combinations of known things, is the keyword past. If you can work out how and where your subject is or can be related to the past, you have a good point of departure. You should ask yourself about the past history -the story of the evolution of the prime factors of your special interest. You should learn the various attempts to solve certain of the problems involved; the failures and the successes. You should know the various theories advanced in its history, and answer the objections to each. This saves much energy in retracing work that has already been done or endorsed or repudiated. If you fairly saturate yourself with the known facts concerning the subject and the subjects associated with it, you will find such information a fine nucleus for ideas. Many idea producers use the past directly to inspire the present. Most things in which fashion is concerned, are derived with the past as a beginning point. Industrial designers go to museums for ideas as to objects in ancient use which can inspire new ideas for today. Costume jewelry is a case in point. The Egyptian displays are especially wonderful for this. Often we can satisfy the desire for something new by changing the old thing in some simple way, just as we frequently hear classical music themes utilized in modern songs.

The Future-Look Forward

And finally, since we necessarily live in the future, even if it is only as far as the next minute or day or week, we should question ourselves as to how the matter is likely to affect the future or be affected by it, or how it may develop.

Improvement

Naturally the search for improvement is always prolific of new ideas. Few things are perfect, and anything you can do to improve its operation, or performance, simplify its complexity, lower its cost, or add a value to it, is the subject of an idea.

Some years ago a grocery clerk was cutting cheese for a customer. He kept it under a glass bell, which was removed from the whole large piece while he cut, weighed and wrapped the small piece. Meanwhile the large piece was exposed to air and flies. The thought came to the clerk: Why not put cheese in sanitary packages? That would eliminate inaccurate weight, for each package would contain a pound, and no one would have to bother weighing it or wrapping it. It would speed up service, keep off flies and other spoilage. It was this simple, obvious idea which gave to J. L. Kraft, the alert grocer who had it, wealth and fame which he very rightly deserved for filling several good needs at a time.

More will be said about the improvement urge in the next chapter.

In any search for ideas, one or more of the foregoing keywords will give you a clue, start a train of thought and bring you eventually face to face with a solution.

Incidentally, as a most valuable byproduct, should you be unexpectedly required to make a speech or write a piece, follow down this entire list of twenty keywords in the order given, and relate your subject to each of them which is appropriate. You will be amazed at the easy, orderly, guided, logical result you can produce on the spot. It will pay anyone in a thousand ways in all kinds of situations, to know these twenty as well as he knows the alphabet. To do so can serve as a constant check upon the comprehensiveness and clarity of your thinking.

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